IT Strategic Plan Open House Dave Wallace, CIO, Andrea Chappell and The Team

The IT Strategic Plan Project To create an Information Technology (IT) Strategic Plan to advance the state of IT to meet the opportunities for University of Waterloo over the next 5 years. A uWaterloo IT Strategic Plan, not an IST plan! Where IT should head together.

Today’s agenda Summary of activities to date The IT Strategic Plan governance The Strategy Map Samples of early findings Prioritization Your suggestions Next steps

Activities to date September: Planning and organization October: Info gathering in advance of consultations November, December: Consultations and strategy model development (Strategy Map)

University Stakeholders Governance   Project 1 Project 2 Project N Exec Advisory Group Provides advice on University directions Advises on overall Strategy University Stakeholders UCIST/Steering Provides direction on strategy map (Vision, Mission, Principles) Task Force Team Provides parameters of Plan’s results (“Shape” of outcomes) IST Directors Team IST Mgmt Team New and existing projects align to Strategic Plan results. CTSC Provides advice on Plan implementation External Resources

Two pronged approach Top down Bottom up The Strategy Map model Existing data and consultations (listening)

The Strategy Map Visual representation of main elements of strategy: Mission, Vision, Values Strategic Objectives (where you want to go, how you want to be) Stakeholder promise (Walmart, Apple, or Four Seasons?) Also, associates performance indicators

V4.1 Draft uWaterloo IT Community Our Purpose (Mission): Evolve an exceptional, innovative IT environment to enable engagement, creativity, and impact. V4.1 Draft uWaterloo IT Community Our Goal for 2018 (Vision 2018): Enable the University’s mission through exceptional learning, teaching and research environments. Our Promise to Our Stakeholders: Inspiring and supporting the University of Waterloo through technology leadership and excellence. Stakeholder Enable the achievement of uW research and scholarship objectives Enable the achievement of uW teaching and student life-learning objectives Enable the optimization of administrative processes across campuses Enable University outreach activities Optimize the user experience Exchange accessible, high quality data and information when, where, and how needed Enable timely access to the right integrated, cutting-edge information technologies Be easy to do business with Maintain a secure, reliable, and useable information and technology environment Internal Process Take a design approach to IT development and implementation Continuously improve and optimize IT processes, workflow, and platforms Ensure data security, integrity, and privacy Provide knowledgeable, pro-active insights, advice, and solutions through effective governance Understand, foster and leverage trends and innovations in information technologies Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders Understand the needs of our Stakeholders Organizational Capabilities Resource Management Build a culture of pro-active support and technology leadership Take an University-wide perspective to IT Make the necessary technology infrastructure and resource investments Build a cohesive, knowledgeable IT community across the campus Build collaborative relationships with our Stakeholders and each other Optimize the allocation and use of our financial, technology, and human resources CORE VALUES Service Openness & Collaboration Knowledge & Creativity Operational Excellence

Balanced Perspective Stakeholders (people who use IT services) Internal Processes (what we do) Organizational Capabilities (skills, capacity) Resource Management (the money)

Stakeholder Perspective Who are our stakeholders?

Stakeholder Perspective Our identified stakeholders: Faculty Students Staff Outreach areas (employees, alumni, prospective students, etc.)

Stakeholder Perspective Enable the achievement of uW research and scholarship objectives Enable the achievement of uW teaching and student life-learning objectives Enable the optimization of administrative processes across campuses Enable University outreach activities Optimize the user experience

Internal Processes Internal Processes how IT runs at Waterloo

Internal Processes Internal Process Exchange accessible, high quality data and information when, where, and how needed Enable timely access to the right integrated, cutting-edge information technologies Internal Process Be easy to do business with Maintain a secure, reliable, and useable information and technology environment Take a design approach to IT development and implementation Continuously improve and optimize IT processes, workflow, and platforms Ensure data security, integrity, and privacy Provide knowledgeable, pro-active insights, advice, and solutions through effective governance Understand, foster and leverage trends and innovations in information technologies Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders Understand the needs of our Stakeholders

Organizational Capability Organizational Capabilities employee development and IT overall improvement people are the main resource

Organizational Capability Capabilities Build a culture of pro-active support and technology leadership Take an University-wide perspective to IT Build a cohesive, knowledgeable IT community across the campus Build collaborative relationships with our Stakeholders and each other

Resource Management Where you spend money (people salaries and development, computers, software, etc.)

Make the necessary technology infrastructure and resource investments Resource Management Resource Management Make the necessary technology infrastructure and resource investments Optimize the allocation and use of our financial, technology, and human resources

Are we (getting) there yet? Measurements! How do we measure what we do? How will we measure what progress we’re making (or not)? Next step is to identify these measures .. the balanced scorecard

Balanced scorecard – metrics Stakeholders How well satisfied and served they are by IT processes directed to them Internal processes Are IT services answering requirements (mission) Organizational capability Where to focus training, mentoring, communications Resource management Timely and accurate funding data needed

Your feedback on the Map Are there elements missing? What items seem the most important on the Map? Would you find this useful to refer back to? How might you use this in your area? Other comments?

V4.1 Draft uWaterloo IT Community Our Purpose (Mission): Evolve an exceptional, innovative IT environment to enable engagement, creativity, and impact. V4.1 Draft uWaterloo IT Community Our Goal for 2018 (Vision 2018): Enable the University’s mission through exceptional learning, teaching and research environments. Our Promise to Our Stakeholders: Inspiring and supporting the University of Waterloo through technology leadership and excellence. Stakeholder Enable the achievement of uW research and scholarship objectives Enable the achievement of uW teaching and student life-learning objectives Enable the optimization of administrative processes across campuses Enable University outreach activities Optimize the user experience Exchange accessible, high quality data and information when, where, and how needed Enable timely access to the right integrated, cutting-edge information technologies Be easy to do business with Maintain a secure, reliable, and useable information and technology environment Internal Process Take a design approach to IT development and implementation Continuously improve and optimize IT processes, workflow, and platforms Ensure data security, integrity, and privacy Provide knowledgeable, pro-active insights, advice, and solutions through effective governance Understand, foster and leverage trends and innovations in information technologies Define IT accountabilities, responsibilities and authorities, available resources, and supports, and clearly communicate this to our Stakeholders Understand the needs of our Stakeholders Organizational Capabilities Resource Management Build a culture of pro-active support and technology leadership Take an University-wide perspective to IT Make the necessary technology infrastructure and resource investments Build a cohesive, knowledgeable IT community across the campus Build collaborative relationships with our Stakeholders and each other Optimize the allocation and use of our financial, technology, and human resources CORE VALUES Service Openness & Collaboration Knowledge & Creativity Operational Excellence

Bottom up: Existing Data Mid Cycle Review data (lots of IT comments) CIO search (interviews with ~100 area leaders) Faculty Strategic Plans (Eng, Math done) Evolving departmental Strategic Plans Various student feedback

Bottom up: Consultation so far Admin areas: Housing Managers Library Registrar’s Office Student Info Sys Cross-Fn Faculty member groups: Environment Admin Group Student groups: Engineering Student Society FEDS Grad Student Assoc. IT Groups: Arts Engineering IST (7 groups) Math, CS (MFCF, CSCF) Science IT Committees Upcoming: Admin grp IT reps Online learning areas IAP Arts staff Eng sys admins … https://uwaterloo.ca/it-strategic-plan/consultation-schedule

8 Emerging Themes for IT Enabling Research – common services, local specialty support Supporting Student-Life – services, support to student use of technologies in life and study, environment for expanding learning Enabling the Learning Environment – IT services and support for technologies in their application to the learning environment Information Management –access to information to facilitate use of data, while maintaining security and privacy

Emerging Themes for IT Governance – transparent, effective, participatory decisions Supporting Business Processes – support admin functions by providing effective, efficient, and user friendly applications Re-focusing Client Service – focus our decisions, support, and evolution of technologies in collaboration with our users Campus Integrations – enable collaboration in IT support and development in our design and architecture; federated IT “Reputation” – embedded throughout

Early emerging “things to do” Some ideas in theme areas from existing data (gaps, strengths to build upon, risk areas, etc.) Other “Things to do” examples have come from consultations NOT complete or final, examples only!

Samples of early findings Supporting students at risk & student success, with broad data Equalization and standards in the learning environment Open(ing) data IT portfolio management and alignment Horizon technology planning Software licenses/procurement and online distribution Community communication strategy Training and dev for IT staff growth and campus benefit Knowledgebase …

Activity 1: Prioritization Criteria Group work … yeah!  See worksheet. Work in groups of about 4. Discuss how to prioritize “things to do”. Fill in at least 3 criteria for prioritizing “things to do” in the table 1. Report back.

Prioritization Ideas Balance low hanging fruit and big proj Biggest stressors and quick wins Short term solutions where needed Input for prioritization (stakeholder needs) Biggest bang for buck (campus wide); cascade impact for client Timing – what’s “ripe” now or other scheduling mandate Money & cost/benefit – risk of NOT doing something Need vs want (fit to U mission) – U’s objectives Enhances collab and reduces silos Overall enhancement of the IT environment (e.g., innovation, rep) Legislation, policy (mandated) Also, safety Where are decisions being made (e.g., upgrading to Smartboard)

Prioritization Ideas Mandatory changes, e.g., from ON Gov’t, uW President/Provost, audit or "edicts" “Biggest bang for the buck” New uW-wide opportunities (new tech, governance, leadership) Unique opportunities (one Faculty) Answers we might expect … let the audience come up with their own before revealing these. Remind them of the Strategy Map and the strategic objectives. Are there mandatory changes/priorities, e.g., from the ON Government, the uW President/Provost, audit or other "edicts"? These would be the highest priority. MCR results (6 pillars, 3 key goals and 5 enabling goals, 3 SMA activities, 5 Life cycle projects) Which provide the best potential "bang for the buck" to the widest number stakeholders? These would seem the second highest priority area. Which provide new opportunities, e.g., new trend in technology that could be beneficial, new governance to manage IT better, show IT leadership, etc.? Which provide unique opportunities/issues to resolve, e.g., a Faculty-specific or a specialized set of initiatives? These would tend to be the lowest priority for the University-wide strategy.

Activity 2: Top 5 “Things to do” Work in your group. Consider the sample list of “things to do”. Identify your group’s top 5 priorities, indicating why, in what time frame. Record them in the table 2. Report back.

“Things to do” – your ideas?

Next steps December and January: Continue consultations (wrap up end Dec.) Analyze data for “things to do” Work on metrics, ToC and body of Plan By February: First Draft Strategic Plan Feb/Mar: Communications, refinements End April: IT Strategic Plan – work starts!

Thanks to the Team! The web site lists people working on the Task Force, UCIST (the Steering committee), and our Executive Advisory group.

How to stay involved Contact us: Web site: dave.wallace@uwaterloo.ca (CIO) andrea.chappell@uwaterloo.ca (Project lead) Web site: https://uwaterloo.ca/it-strategic-plan Survey on the site Watch for the draft Plan in February 2013 Feedback and comment through web site